Armstrong's Handbook of Human Resource Management Practice

Part I Human Resource Management 1. The Practice of Human Resource Management Introduction; Human resource management defined; The objectives of HRM; Theories of HRM; Characteristics of HRM; The development of the concept of HRM; Reservations about HRM; The context of HRM; The ethical dimension 2. Strategic Human Resource Management Introduction; The conceptual basis of strategic HRM; Strategic HRM defined; The resource-based view of strategic HRM; Strategic fit; Perspectives on strategic HRM; The reality of strategic HRM; Practical implications of strategic HRM theory 3. HR Strategies Introduction; What are HR strategies?; General HR strategies; Specific HR strategies; Criteria for an effective HR strategy; How should HR strategies be formulated?; Developing HR strategies; Implementing HR strategies 4. Human Capital Management Introduction; Human capital management defined; The concept of human capital; The constituents of human capital; Human capital measurement; Human capital internal reporting; Human capital external reporting; Introducing HCM 5. The Role and Organization of the HR Function Introduction; The role of the HR function; The organization of the HR function; Evaluating the HR function; HR shared service centres; Outsourcing HR work 00; Offshoring; Using management consultants; Marketing the HR function; HR budgeting; The HR role of front line managers 6. The Role of the HR Practitioner Introduction; The basic role; The business partner role; The strategic role of HR specialists; Service provision; The guardian of values role; Models of HR roles; Gaining support and commitment; Ethical considerations; Professionalism in human resource management; Ambiguities in the role of HR practitioners; Conflict in the HR contribution; The qualities required by HR professionals; Continuous professional development 7. The Impact of HRM on Performance Introduction; The impact made by HRM; How HRM strategies make an impact; How HRM practices make an impact 8. International HRM Introduction; International HRM defined; Issues in international HRM; Global HR policies and practices; Managing expatriates 9. Corporate Social Responsibility Introduction; Strategic CSR defined; CSR activities; The rationale for CSR; Developing a CSR strategy 10. Human Resource Management Research Methods Introduction; The nature of research; Research philosophy; Planning and conducting research programmes; Literature reviews; Quantitative and qualitative methods of research; Methods of collecting data; Processes involved in research; Statistical analysis Part II Human Resource Management Processes 11. Competency-based HRM Introduction; Types of competencies; Competency frameworks; Coverage of competencies; Applications of competency-based HRM; Developing a competency framework Competencies and emotional intelligence 12. Knowledge Management Introduction; Knowledge management defined; The concept of knowledge; The purpose and significance of knowledge management; Knowledge management strategies; Knowledge management systems; Knowledge management issues; The contribution of HR to knowledge management 13. High-performance Work Systems Introduction; High-performance culture; High-performance work system defined; Characteristics of a high-performance work system; Components of an HPWS; Impact of high-performance work systems; Reservations about the impact of an HPWS; Developing a high-performance work system Part III Work and Employment 14. Work Introduction; The nature of work; Organizational factors affecting work; Changes in the pattern of employment; The future of work 15. The Employment Relationship Introduction; The employment relationship defined; The basis of the employment relationship; Employment relationship contracts; What is happening to the employment relationship; Managing the employment relationship; Developing a high trust organization; Theories explaining the employment relationship 16. The Psychological Contract Introduction; The psychological contract defined; The psychological contract and the employment relationship; The significance of the psychological contract; Changes to the psychological contract; State of the psychological contract 2004; How psychological contracts develop; Developing and maintaining a positive psychological contract 17. The Essence of Organizational Behaviour Introduction; Organizational behaviour defined; Organizational behaviour defined; Organization behaviour and the social and behavioural sciences; Explaining organizational behaviour; Factors affecting organizational behaviour; The sources and applications of organization behaviour theory; The significance of organizational behaviour theory Part IV Organizational Behaviour 18. Characteristics of People Introduction; Individual differences; Personal characteristics; Types of behaviour; Implications for HR specialists 19. Motivation Introduction; Motivation defined; Types of motivation; Motivation theories; Motivation and money; Motivation strategies 20. Engagement and Commitment Introduction; The concepts of engagement and commitment compared; Employee engagement; Organizational commitment; The contribution of HR to developing commitment 21. How Organizations Function Introduction; Organization theory; Organization structure; Types of organization; Organizational processes 22. Organizational Culture Introduction; Organizational culture defined; Organizational climate defined; How organizational culture develops; The diversity of culture; The components of culture; Classifying organizational culture; Assessing organizational culture; Measuring organizational climate; Appropriate cultures; Supporting and changing cultures Part V Organization Design and Development 23. Organization Design Introduction; The process of organizing; Aims of organization design; Conducting organization reviews; Who does the work? 24. Organization Development Introduction; Organization development defined; Organization development programmes; Assumptions and values of organization development; Organization development activities 25. Change Management Introduction; Types of change; The change process; Change models; Resistance to change; Implementing change; Guidelines for change management; Organizational transformation; The role of HR in managing change 26. Job, Role, Competency and Skills Analysis Introduction; Definitions; Job analysis; Job descriptions; Role analysis and role profiles; Generic role profiles; Behavioural competency modelling; Analysing technical competencies; Skills analysis 27. Job and Role Design and Development Introduction 00; Job design 00; Role development Part VI People Resourcing 28. People Resourcing Strategy Introduction; The objective of people resourcing strategy; The strategic HRM approach to resourcing; Integrating business and resourcing strategies; The components of employee resourcing strategy; Bundling resourcing strategies and activities 29. Human Resource Planning Introduction; Human resource planning defined; Aims of human resource planning; Use of human resource planning; Approaches to human resource planning 30. People Resourcing Practice Introduction; Employee value proposition; Employer brand; Employee turnover; Retention planning; Absence management; Flexibility planning 31. Recruitment and Selection Introduction; The recruitment and selection process; Defining requirements; Attracting candidates; Processing applications; Selection methods; Dealing with recruitment problems; References and offers 32. Selection Interviewing Introduction; Purpose; The basis of an interview -- the person specification; The nature of an interview -- obtaining the information; Advantages and disadvantages of interviews; Interviewing arrangements; Preparation; Planning an interview; Types of interviews; Interview techniques -- starting and finishing; Interviewing techniques -- asking questions; Selection interviewing skills; Coming to a conclusion 33. Selection Tests Introduction; Psychological tests; Ability tests; Characteristics of a good test; Interpreting test results; Choosing tests; The use of tests in a selection procedure; Good practice in psychological testing 34. Talent Management Introduction; The meaning of talent management; The process of talent management; Developing a talent management strategy; Management succession planning 35. Career Management Introduction; Career management defined; Aims; Career stages; Career development strategy; Career management activities; The process of career management; Self-managed careers 36. Introduction to the Organization Introduction; Induction: what it is and why it is important; Reception; Documentation; Company induction -- initial briefing; Introduction to the workplace; Formal induction courses; On-the-job induction training 37. Release from the Organization Introduction; Redundancy; Dismissal; Retirement Part VII Performance Management 38. The Process of Performance Management Introduction; Performance management defined; Objectives of performance management; Characteristics of performance management; Underpinning theories; The performance management cycle; Conducting a performance review meeting; Assessing performance; Dealing with under-performers; Introducing performance management; Line managers and performance management 39. 360-degree Feedback Introduction; Use of 360-degree feedback; 360-degree feedback - methodology; 360-degree feedback -- advantages and disadvantages; Development and implementation Part VIII Learning and Development 40 Learning and Development Strategy Introduction; Features of a learning and development strategy; Learning culture; The learning organization; The contribution of learning and development to organizational performance 41 The Process of Learning and Development Introduction; Learning and development defined; Elements of learning and development; Approaches to learning and development; Informal and formal learning; E-learning; Blended learning; Self-directed learning; Development; Training 42 Learning and Development Programmes and Events Introduction; The business case for learning and development; Planning and delivering learning programmes and events; Responsibility for the implementation of learning; Identifying learning needs; Evaluation of learning 43 How People Learn Introduction; Learning defined; The learning process; Learning theory; Learning styles; Learning to learn; The learning curve; The motivation to learn; The implications of learning theory and concepts 44 Organizational Learning Introduction; Organizational learning defined; The process of organizational learning; Outcomes of organizational learning; Outcomes of organizational learning; Evaluative enquiry; Organizational learning and the learning organization 45 Management Development Introduction; Management development policy; Management development strategy; Approaches to management development; The integrated approach to management development; Responsibility for management development; Criteria for management development Part IX Rewarding People 46 Reward Management Introduction; Reward management defined; The philosophy of reward management; The reward system; Total reward; Reward strategy; Reward management and line management capability 47 Job Evaluation Introduction; Job evaluation defined; Approaches; Analytical job evaluation schemes; Non-analytical schemes; ]Market pricing; Computer-aided job evaluation; Choice of approach; Designing an analytical point-factor job evaluation scheme; Designing an analytical matching job evaluation scheme; Equal pay considerations; Conclusions 48 Market Rate Analysis Introduction; The concept of a market rate; Job matching; Use of benchmark jobs; Sources of market data; Interpreting and presenting market rate data; Using survey data 49 Grade and Pay Structures Introduction 00; Definitions; Types of grade and pay structure; Designing grade and pay structures 50 Contingent Pay Introduction; Contingent pay as a motivator; Arguments for and against contingent pay; Alternatives to contingent pay; Criteria for success; Performance-related pay; Competency-related pay; Contribution-related pay; Skill-based pay; Readiness for individual contingent pay; Developing and implementing individual contingent pay; Service-related pay; Summary of individual contingent pay schemes; Bonus schemes; Team-based pay; Organization-wide bonus schemes; Choice of approach to contingent pay 51 Rewarding Special Groups Reward management for directors and executives; Reward management for sales representatives; Paying manual workers 52 Employee Benefits, Pensions and Allowances Employee benefits; Pensions; Communicating pensions policies; Total reward statements; Allowances 53 Managing Reward Systems Introduction; Controlling reward; Monitoring and evaluating reward policies and practices; Conducting pay reviews; Reward procedures; Managing the development of reward systems; Devolution to line managers of responsibility for reward; Communicating to employees Part X Employee Relations 54 The Employee Relations Framework Introduction; The basis of employee relations; Industrial relations as a system of rules; Regulations and rules in industrial relations; Collective bargaining; The unitary and pluralist views; The concept of social partnership 00; Individualism and collectivism; Voluntarism and its decline; The HRM approach to employee relations; The context of industrial relations; Developments in industrial relations; The parties to employee relations 55 Employee Relations Processes Introduction 00; Employee relations policies; Employee relations strategies 00; Employee relations climate; Union recognition; Collective bargaining arrangements; Collective bargaining outcomes; Informal employee relations processes; Other features of the industrial relations scene 00; Negotiating and bargaining; Managing with unions; Managing without trade unions; The state of employment relations; Handling employment issues 56 Employee Voice Introduction; The meaning of employee voice; The forms of employee voice; The framework for employee voice 00; Expression of employee voice; Joint consultation; Attitude surveys; Suggestion schemes; Effectiveness of employee involvement and participation; Planning for voice; EU Directives affecting employee voice procedures 57 Employee Communications Introduction; The importance of employee communications; What should be communicated?; Communication methods; Employee communication strategy Part XI Health, Safety and Employee Well-being 58 Health and Safety Introduction; Managing health and safety at work; Health and safety policies; Conducting risk assessments; Health and safety audits; Health and safety inspections; Accident prevention; Occupational health programmes; Measuring health and safety performance; Communicating the need for better health and safety practices; Health and safety training; Organizing health and safety 59 Employee Well-being Introduction 00; Significance of the work environment; Services for individuals; Group employee services Part XII HR Policies, Procedures and Systems 60 HR Policies Introduction; Why have HR policies?; Overall HR policy; Specific HR policies; Formulating HR policies; Implementing HR policies 61 HR Procedures What are HR procedures?; Capability procedure; Disciplinary procedure; Grievance procedure 00; Redundancy procedure 62 HR Information Systems Introduction; Reasons for introducing an HRIS; The functions of an HRIS 00; Features of an HRIS; Introducing an HRIS Appendices A Example of Employee Engagement and Commitment Survey B Example of Performance Management Survey C Example of Reward Survey D Learning and Development Activities and Methods E HRM Research Methods Web Addresses Subject/Author Index